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Rbc Case Study

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1. What were RBC’s ultimate goals in opening a representative office in Thailand?
The RBC’s ultimate goal was to attain a full branch license to operate in Thailand. They also wanted to effectively compete in the Thai sector they needed to enter using the BIBF format. This would give them the ability to increase presence and to demonstrate commitment to both regional and multinational clients.

2. How large is the initial staff for the office and what is the estimated pretax Profit?
The banks intent was to commence with a staff of five people. The general manager was the most experienced banker of the five and he was chosen from the RBC network. The other four were employees that were hired locally. They encompassed of people with account management, credit, and analysis skills, whose experience and knowledge with the market place would be essential in developing a client base. The estimated pre-tax profit for the first year of operation was $595,000.

3. What are RBC’s four major business lines in its Asia Pacific network?
The RBC’s four major business lines in its Asia Pacific network were: financial institutions and trade, multinational lending, treasury services, and global private banking. Their Asia Pacific network consisted of ten offices spanning seven jurisdictions.

4. What are the limitations of BIBF licenses?
The RBC had to deal with certain adversities because of the limitations of the BIBF license. These limitations included being restricted to only one office and were not permitted to deal in the local currency. Additionally, only certain transactions could be accepted by a BIBF; these did not include certain types of trade business dealing with Thai goods or customers such as issuance of letters of credit or dealing in local currency.

5. What are the advantages of the possible upgrading of RBC’s operations in Thailand to

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